Managing Motivation at Technocraft
Lea Darrigade
Ines Gyselinck
Mary Sagala
Benjamin Seban
Intercultural Management
BS 1
Christophoros Lambridis

I. Introduction This report talks about the working motivational problem shown by the workers in a small factory named Technocraft, located in the South East of England. It had slowed down the company’s function in producing high-quality sound recording equipment. The problem has risen to high labor turnover and difficulties in recruiting new employees. It led George Orwell Newell, the company chairman, to hire a consultant named Helen McKiernan to figure out the sources of the problems. In order to help figuring out the problem, George Orwell told Helen about his hypothesis of the lack of motivation in workers is because company’s location which is in the below-average national unemployment are, therefore most of the women workers, who work on the wiring, had no real reason to work since they already have husbands who can earn adequate wages to fulfill living necessities. However, Helen did not want to conclude the problem there. When Helen had done her research, she found out that the workers actually enjoyed their work, but hate to work for the company. In other words, the problem that halted the working motivation in workers is the management itself.

II. Forms of inefficient management that leads to the lack of working motivation.

a) Uncomforting regulation on working performance In a company, it is important to keep the relationship among the workers, including the manager and chairman, to be good so that they can have comfort in doing their jobs. However this failed to happen in Technocraft. This problem occurred since George elected Robert as the wiring Department supervisor. In order to boost the company’s production, Robert ended all informal working practices and excessive